Working towards integrated community care for older people: Empowering organisational features from a professional perspective

The challenges of leading change in health-care delivery from the front-line

“…The clinical practitioners’ interest is in a democratic governance model that allows them to lead from the front‐line in terms of practice‐driven change, in teams with their colleagues, in a strong supportive environment and with multi‐stakeholder participation (Janssen et al . ). These practitioners seek ways in which they can lead and be led (Ploeg et al .…”

“…Thus, leaders in health care, managers and policy makers, need to improve their support of promising practice to drive change rather than imposing processes from above (Ess en & Lindblad 2013). The clinical practitioners' interest is in a democratic governance model that allows them to lead from the front-line in terms of practice-driven change, in teams with their colleagues, in a strong supportive environment and with multi-stakeholder participation (Janssen et al 2015). These practitioners seek ways in which they can lead and be led (Ploeg et al 2010).…”

A systematic review on organizational empowerment

“…Further, building trust and a relationship contributes to members' empowerment and leads to achieving goals beyond expectation (Forenza and Mendonca, 2017;Janssen et al, 2015). Underpopulated settings Opportunity role structure (Alcantara, 2012;Forenza, 2014Forenza, , 2016Forenza and Mendonca, 2017;Peterson et al, 2013;Maton, 2008;Powell, 2013;Powell and Peterson, 2014;Segal et al, 2013;Tesdahl and Speer, 2015) Collaboration between coempowered subgroups (Carrasco et al, 2016) Resolved ideological conflict Resource identification Leadership (Forenza, 2014(Forenza, , 2016(Forenza, , 2017Forenza and Mendonca, 2017;Janssen et al, 2015;Maton, 2008;Powell and Peterson, 2014;Valsania et al, 2016) Social support (Christens and Lin;2014;Forenza, 2016Forenza, , 2017Forenza and Mendonca, 2017;Powell, 2013;Powell and Peterson, 2014) Group-based belief system (Forenza, 2014(Forenza, , 2017Maton, 2008;Powell, 2013;Powell and Peterson, 2014) New processes and outcomes of intraorganizational empowerment Team empowerment (Yiannakis et al, 2006) Sense of community (Christens and Lin, 2014;Hughey et al, 2008;…”

“…Participating in alliance-building activities with other organizations (Evans et al, 2014;Griffith et al, 2008;Janssen et al, 2015;Javdani and Allen, 2011;Maton, 2008;Neal, 2014a;Ramgard et al, 2017) Resource procurement (Griffith et al, 2008;Neal 2014b) New processes and outcomes of inter-organizational empowerment Organizational learning (Maton, 2008) (Fernando, 2012) Disseminating information (Alcantara, 2012) Influence on public policy and practice (Baxamusa, 2008;Christens and Lin, 2014;Janssen et al, 2015;Griffith et al, 2008;Maton, 2008;Ohmer, 2008a;Perkins et al, 2007) Creation of alternative community programs and settings (Maton, 2008) Deployment of resources in the community affairs above the inter-organizational collaboration. Further, empowering settings can be enhanced by reforming them (Maton, 2008) and restructuring the relationships into strategic ones (Neal, 2014b).…”

Analytics for Improving Patient Outcome by Utilising Comprehensive IoRN Assessment Scoring Metrics

“…Within the complexities of the health and social care system there is an ever increasing drive to increase efficiency, specifically for support provision of the frail and elderly [4,5]. The fundamental metric from this activity it to enhance and promote well-being.…”